PowerPoint Presentation by Charlie Cook The University of West Alabama 5 © 2010 South-Western, a part of Cengage Learning All rights reserved.

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

5

© 2010 South-Western, a part of Cengage LearningAll rights reserved.© 2010 South-Western, a part of Cengage LearningAll rights reserved.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–2

Explain the advantages and disadvantages of external recruitment.

Explain the advantages and disadvantages of recruiting from within the organization.

Discuss how job opportunities can be inventoried and employee potential assessed.

Explain how career management programs integrate the needs of individual employees and their organizations.

Describe the conditions that help make a career management program successful.

Chapter ObjectivesAfter studying this chapter, you should be able to

X


Explain why diverse recruitment and career development activities are important to companies.

Chapter Objectives (cont’d)After studying this chapter, you should be able to

X


Recruiting Talent Externally

• Labor MarketArea from which applicants are to be recruited.

Tight market: high employment, few available workers Loose market: low employment, many available workers

• Factors determining the relevant labor market:Skills and knowledge required for a jobLevel of compensation offered for a jobReluctance of job seekers to relocateEase of commuting to workplaceLocation of job (urban or nonurban)


1Marriott’s Recruitment Principles

1. Get It Right the First Time

• Hire friendly, train technical

2. Money Is a Big Thing, But . . .

• Work-life balance, leadership, advancement

3. A Caring Workplace Is a Bottom-Line Issue

• 15 minutes/day reviewing basic values

4. Promote from Within

• Passing soul of it’s business—corporate culture

5. Build the Employment Brand

• Take care of associates and they will take care of customers!


Outside Sources of Recruitment

• Advertisements

• Unsolicited applications and resumes

• Internet recruiting

• Employee referrals

• Executive search firms

• Educational institutions

• Professional associations

• Labor unions

• Public employment agencies

• Private and temporary employment agencies

• Employee leasing

•Employers with great reputations don’t have to advertise much. •In US, unemployed must apply for jobs every week to draw pay—whether qualified or not.•HR gets loads of resumes for every decent position.


Increasing the Effectiveness of Employee Referrals

Employee referrals is the most effective source for recruitment ( 关系 , guān xi , networking/relationships)

• Up the ante.• Pay for performance.• Tailor the program.• Increase visibility.• Keep the data.• Rethink your taboos.• Widen the program.• Measure the results.


FIGURE

5.1Steps for Strengthening a Firm’s On-Campus Recruiting Relationships

• Invite professors and advisers to visit your office and take them to lunch.

• Invite them to bring a student group to the office.

• Send press releases and newsletters by mail or e-mail to bring them up to date on the firm’s latest news and innovations.

• Provide guest speakers for classes.

• Conduct mock interviews, especially in years when not interviewing for full-time or internship positions.

• Provide scholarships to students.

• Attend the campus career fair, even when the firm is not going to be hiring, so that its name becomes known by the faculty and students.

• Offer job-shadowing programs for students.

• Provide tutors from your company.


FIGURE

5.2Largest Temporary Help Agencies in the United States

X


The Global Labor Market

• Why Recruit Globally? To develop better products via a global workforce To attract the best talent wherever it may be

• International Recruiting Issues Local, national, and international laws Different labor costs Different preemployment and compensation practices Cultural differences Security Visas and work permits


ExternalRecruitment

Improving the Effectiveness of External Recruitment

Realistic Job Previews

Calculate Yield Ratios Training Recruiters

X


External Recruitment Considerations

• Yield Ratio Percentage of applicants from a recruitment source that

make it to the next stage of the selection process. 100 resumes received, 50 found acceptable = 50% yield.

• Cost of Recruitment (per employee hired)

HNCRBAFAC

HSC

SC = source costAC = advertising costs, total monthly expenditure (example: $32,000)AF = agency fees, total for the month (example: $21,000)RB = referral bonuses, total paid (example: $2,600)NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)H = total hires (example: 119)Cost to hire one employee = $467.23


External Recruitment Considerations (cont’d)

• Sources of Organizational Recruiters

Professional HR recruiters

HR generalists

Work team members

• Requirements for Effective Recruiters

Knowledge of the recruited job’s requirements and of the organization

Training as an interviewer

Personable and competent to represent the organization


Improving the Effectiveness of External Recruitment (cont’d)

• Realistic Job Previews (RJP) Informing applicants about all aspects of the job, including

both its desirable and undesirable facets.

Positive benefits of RJP Improved employee job satisfaction

Reduced voluntary turnover

Enhanced communication through honesty and openness

Realistic job expectations

In job interview, the organization is interviewing the applicant, but the applicant should also be interviewing the corporation—both directions looking for “fit”


FIGURE

5.3Warning Signs of a Weak Talent “Bench”

1. It takes a long time to fill key positions.

2. Key positions can be filled only by hiring from the outside.

3. Vacancies in key positions cannot be filled with confidence in the abilities of those chosen for them.

4. Replacements for positions often are unsuccessful in performing their new duties.

5. Promotions are made on the basis of whim, favoritism, or nepotism.

All of this may be caused by lack of initiative by the hiring manager. No planning, no training, no mentoring, no foresight, etc.

What do you do if you find two qualified people for critical jobs?


Recruiting Talent Internally

• Advantages of a promotion-from-within policy:

Capitalizes on past investments (recruiting, selecting, training, and developing) in current employees.

Rewards past performance and encourages continued commitment to the organization.

Signals to employees that similar efforts by them will lead to promotion.

Fosters advancement of members of protected classes within an organization. (May be a huge legal advantage.)

Culture continuation.


Recruiting Talent Internally (cont’d)

• Disadvantages of a promotion-from-within policy:

Current employees may lack the knowledge, experience or skills needed for placement in the vacant/new position. This is a hiring manager problem.

The hazards of inbreeding of ideas and attitudes (“employee cloning”) increase when no outsiders are considered for hiring. Can be avoided by effective leaders and managers.

The organization has exhausted its supply of viable internal candidates and must seek additional employees in the external job market.


Methods for Identifying Qualified Candidates

• Inventorying Management TalentInformation systems containing skills

inventories of employees that can be used: To screen candidates for an internal job opening To predict career paths To support succession planning

• Job Posting and BiddingPosting vacancy notices and maintaining lists

of employees looking for upgraded positions.


Identifying Talent through Performance Appraisals

• Managers are concerned about the actual current performance and potential performance of employees.

• 9-box Grid A comparative diagram that includes appraisal and

assessment data to allow managers to easily see an employee’s actual and potential performance.

• Tough to do because performance appraisals are rarely realistic. Employees want to know how they did Employers want to know how they will do in the future


FIGURE

5.4An Example of a 9-Box GridX


Using Assessment Centers

• Assessment CenterA process by which individuals are

evaluated as they participate in a series of situations that resemble what they might be called on to handle on the job.In-basket exercisesLeaderless group discussionsRole playingBehavioral interviews


The Career Management Goal: Matching Individual and Organizational Needs

Individual and Individual and Organizational GoalsOrganizational Goals

The Employee’s RoleThe Employee’s Role The Organization’s RoleThe Organization’s Role

Career Career ManagementManagement

X


FIGURE

5.5HR’s Role in Career ManagementX


The Organization’s Role: Establishing a Favorable Career Development Climate

• Management Participation Provide top management

support Provide collaboration

between line managers and HR managers

Train management personnel

Not designing career plans for employees

• Setting Goals Plan human resources

strategy

• Changing HR Policies Provide for job rotation Provide outplacement

service

• Announcing the Program Explain its philosophy


FIGURE

5.6Balancing Individual and Organizational Needs

“Linking” is probably a better word than “Balancing”


Identifying Career Opportunities and Requirements

• Competency AnalysisMeasures three basic competencies for each job:

know-how, problem solving, and accountability.• Job Progressions

The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that require more knowledge and/or skill.

• Career PathsLines of advancement in an occupational field

within an organization.


FIGURE

5.7Typical Line of Advancement in HR Management

X


2Career Path of Jeffrey Immelt, CEO, General Electric

1982 Enters GE’s Commercial Leadership Program

1983 Manager of Business Development/GTX Product Management, GE Plastics

1984 Manager of Dallas District Sales, GE Plastics

1986 General Manager of Western Region Sales, GE Plastics

1987 General Manager of New Business Development and Marketing Development, GE Plastics

1989 Vice President of Consumer Service, GE Appliances

1991 Vice President of Worldwide Marketing and Product Management, GE Appliances

1992 Vice President of Commercial Division, GE Plastics Americas

1993 Vice President and General Manager, GE Plastics Americas

1997 President and CEO, GE Medical Systems

2000 President, GE

2001 CEO, GE

X


Recognize Lots of Possibilities for Career Development• Promotion

A change of assignment to a job at a higher level in the organization.

Principal criteria for determining promotions are merit, seniority, and potential. “Potential” should be far more important than “merit” or “seniority.”

• Transfer The placement of an individual in another job for which the

duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.


Alternative Career Moves

Exit

Demotion

TransferCareer Moves

Promotion

All of these may be good for both the organization and the individual depending on the long-term plan!


Career Change Organizational Assistance

• Relocation servicesServices provided to an employee who is

transferred to a new location: Help in moving, in selling a home, in orienting to a new

culture, and/or in learning a new language.

• Outplacement servicesServices provided by organizations to help

terminated employees find a new job.How you treat displaced employees will have a

profound effect on those employees who remain.


FIGURE

5.8Human Capital Profiles for Two Different CareersX


FIGURE

5.9Stages of Career DevelopmentX


The Plateauing Trap

• Career Plateau ( 高原 , gāo yuán ) Situation in which for either organizational or personal

reasons the probability of moving up the career ladder is low.

• Types of Plateaus Structural plateau: end of advancement Content plateau: lack of challenge Life plateau: crisis of personal identity

• Managers must keep a close eye on productivity and psychological impression on others of “plateaued” employees!


FIGURE

5.10Career Plateau Questions

1. Do I accept high visibility assignments?

2. Do I continue to advance my education, both formal and vocational?

3. Am I recognized by other leaders in my organization?

4. Am I routinely promoted?

5. Am I known as a versatile employee?

6. Do I continue to get larger-than-normal raises?

7. Do I rate at the high end of the performance ratings?

8. Do I have a plan with measurable objectives, and have I updated it recently?


Successful Career-Management Practices

• Placing clear expectations on employees. • Giving employees the opportunity for transfer.• Providing a clear and thorough succession plan• Encouraging performance through rewards and

recognition.• Giving employees the time and resources they need

to consider short- and long-term career goals.• Encouraging employees to continually assess their

skills and career direction.

Who does this???


Internal Barriers to Career Advancement

• Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development.

• Rigid job specifications, lack of leadership support for career management, and a short-term focus.

• Lack of career opportunities and pathways within the organization for employees.


Career Development Initiatives: Developing Talent over Time

• Career Planning WorkbooksStimulate thinking about careers,

strengths/limitations, development needs

• Career Planning WorkshopsDiscuss and compare attitudes, concerns,

plans

• Career CounselingDiscuss job, career interests, goals


Determining Individual Development Needs

• Fast-track ProgramA program that encourages young managers with

high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.

• Career Self-Management TrainingHelping employees learn to continuously gather

feedback and information about their careers.Encouraging them to prepare for mobility.


Mentoring

• Mentors Executives who coach, advise, and encourage individuals of lesser

rank. Often “grooming” for advancement.

• Mentoring functions Functions concerned with the career advancement and psychological

aspects of the person being mentored.

• E-mentoring Brings experienced business

professionals together with individuals needing counseling.

• Official or unofficial

• Show reality of the organization.

• Tough on women.


FIGURE

5.12Mentoring Functions


Forming a Mentoring Relationship

1. Research the mentor’s background.2. Make contact with the mentor.3. Request help on a particular matter.4. Consider what you can offer in exchange.5. Arrange a meeting.6. Follow up.7. Ask to meet on an

ongoing basis.


Career Networking Contacts

• Your college alumni association or career office networking lists

• Your own extended family

• Your friends’ parents and other family members

• Your professors, advisors, coaches, tutors, clergy

• Your former bosses and your friends’ and family members’ bosses

• Members of clubs, religious groups, and other organizations to which you belong

• All of the organizations near where you live or go to school

• ( 关系 , guān xi , networking/relationship)

1–44

Career Advice based on Luthans’ Research

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).

Bert: “Successful” is not the same as “effective”. For promotion, it comes

down to who you know—networking ( 关系 , guān xi ).


Developing a Diverse Talent Pool

• Recruiting and Developing WomenGrowth of women in the workplaceIncrease in females in management rolesStereotyping and gender conflicts

• Recruitment of MinoritiesEducational and societal disadvantagesRetention in organizationsAffirmative action


Recruitment and Development of Women

• The “Glass Ceiling” Artificial barriers based on attitudinal or organizational

bias that prevent qualified women from advancing upward in their organizations into management level positions.

• Eliminating Women’s Barriers to Advancement Development of women’s networks Online e-mentoring for women Diminishing stereotyping of women Presence of women in significant managerial positions Accommodating families

International Push for Female Executives

• Norway—40% of board members in major companies are women Mandated by 2002 law One study shows stock drop, but may be due to lack of experience

rather than gender

• Spain requires that by 2015 40% of board members be female

• Italy, France, and Belgium considering similar laws

• In US, only 15% of board members at top companies are female Studies show those companies are doing better Unlikely to establish quotas

• 9.7% in European Union

• <5% in Asia



Glass-Ceiling Audits

• Glass ceiling audit factors:

Upper-level management and executive training

Rotational assignments International assignments

Opportunities for promotion

Opportunities for executive development programs at universities

Desirable compensation packages

Opportunities to participate on high-profile project teams

Upper-level special assignments


Recruiting and Developing of Minorities

• Career development for minorities is advanced by:Organizational support for the

advancement of minorities to significant management positions

Provision of internships to attract minorities to management careers

Organization of training courses to foster the development of minority’s managerial skills and knowledge.


Other Important Talent Concerns

• Recruitment of the DisabledIncreasing numbers of disabled in the workforceStereotyping of the disabled versus their superior

records for dependability, attendance, motivation and performance

Accommodations for physical and mental disabilitiesOthers with less publicized disadvantages

• Recruitment of Older PeopleIncreasingly returning to the workplaceHave valued knowledge, experience, flexibility and

reliability as employees


Dual-Career Couples

• Dual-Career Partnerships

Couples in which both members follow their own careers and actively support each other’s career development.Flexible work schedulesAdaptive leave policiesWork-at-homeOn-premises day care Job sharing

Retention in China

• Employee turnover for international companies operating in China is very high (20-30%)No reason for loyalty to new companiesOpportunities are plentiful for trained, experienced

employees• International companies need a good strong reputation as

great employersWorking environment, policy, and proceduresInternal promotions, professional career developmentPay and benefitsValues



assessment center

career counseling

career networking

career paths

career plateau

dual career partnerships

employee leasing

fast-track program

job posting and bidding

job progressions

mentors

nepotism

9-box grid

outplacement services

promotion

realistic job preview (RJP)

relocation services

transfer

yield ratio

Discussion Questions (page 234)

•#5 Why leave an organization for career advancement?

•#7 Explain value of Realistic Job Previews

•#8 What are advantages/disadvantages of hiring internally?


Case Study

•Page 236, #1 Nike Hiring Technology

•Page 242, Caterpillar Career Competencies


Team Assignment (page 235)

•Interview each other on career goals from early stages to present then to future goals.



FIGURE

5.A1X


FIGURE

5.A2Twelve Steps for Starting a New BusinessX

PowerPoint Presentation by Charlie Cook The University of West Alabama 5 © 2010 South-Western, a part of Cengage Learning All rights reserved.

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